Asian Journal of Business and Technology

Vol. 1, No. 2, (2018)

ISSN 2651-6713 (Print)
ISSN 2651-6721 (Online)

Proposed Action Plan to Increase the Work Contentment of the

Teaching and Non-Teaching Personnel in Private Institutions
Lemuel M. Ventayen1, Timothy Joshua M. Ventayen2
1
Pangasinan State University, Alaminos City Campus
2
Pangasinan State University, Bayambang Campus

Abstract - The issue of work contentment or job satisfaction brings a great deal of investigation
and opinion accompanied by a vast store of written material. As been observed that teaching and non-
teaching personnel are applying for job in abroad and local government institution, this research was
initialized. This study investigated the work contentment of the teaching and non-teaching personnel in
the selected higher educational institutions as the basis for the development of a proposed management
plan for employee productivity and retention plan. Frequency and percentage, Average weighted mean
based on the Likert scale, and interviews were used. Based on the result of the study, the majority of the
respondents did not see much prospects in the future in the current organization where alary is the
number one reason why employees in the private organization intend to transfer of employment. It is
concluded that the proposed action plan can improve the level of job satisfaction and reduce the
employee attrition rate of the teaching and non-teaching personnel. The private institutions should find a
way to solve employee attrition the soonest time possible in order to sustain the operation of the
company.

Keywords – work contentment, job satisfaction, action plan

INTRODUCTION State Universities and Local Universities are not

Work contentment or Job satisfaction is included in the study.
the positive evaluation on one's job. Employees
may want to work in organizations where there Statement of the Problem
is mutual trust between their managers and them This study investigated the work
[1], [2]. In the Philippine government setting, contentment of the teaching and non-teaching
job satisfaction might not be an issue because of personnel in the selected higher educational
salary and pay [3], [4]. While it is known that institutions as the basis for the development of a
salary can vary from private institutions to proposed management plan for employee
government institution, there has been a general productivity and retention plan.
belief that managers can make or break Specifically, it sought to answer the
organizations and that employees may not quit following questions: First, what is the profile of
their jobs but may choose to leave their the teaching and non-teaching personnel in the
managers [5]. selected higher education in Dagupan City?
This study contributes to the existing Second, what are the career plans/interventions
knowledge base of organizational researchers by of the teaching and non-teaching? Third, what is
providing a broad picture of a wide range of the reasons given by the teaching and non-
variables affecting job satisfaction of the teaching personnel relative to the forecited
teaching and non-teaching personnel of higher plans. Lastly, based on the findings, what action
educational institution in one city in Pangasinan. can be proposed for implementation by
This study covers only private institutions, concerned authorities to enhance the job
employees from government institutions such as satisfaction of the teaching and non-teaching

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 Asian Journal of Business and Technology
Vol. 1, No. 2, (2018)
ISSN 2651-6713 (Print)
ISSN 2651-6721 (Online)

personnel of the higher education in Dagupan Table 2 Shows the Age of the Respondents
City. AGE Frequency Percentage
20 – 24 38 18
MATERIALS AND METHODS 25 – 29 51 24
In this research study, the researcher 30 – 34 54 25
adopted a quantitative method of research. It 35 – 39 42 19
also used questionnaires because it yields 40 above 32 15
information that is more systematic for all Total 217 100
participants. The sample involved in the study is
composed of 217 teaching and non-teaching Profile of the Respondents in Terms of
personnel of selected higher education Gender
institution in the city of Dagupan City, The table shows that more than half of
Philippines. the respondents surveyed shows female
Frequency and Percentage were used in dominance with 57% as shown on the table,
the first problem which is the profile of the Female is more dominated in the education
respondents. Average weighted mean was also industry than males based on the observation of
used in determining the interpretation based on the sample population.
the Likert rating scale used.
Table 3 Shows the Gender
Table 1 Likert Rating Scale Gender Frequency Percentage
Scale Range Interpretation
Male 94 43
5 4.51 - 5.00 Extremely Agree
4 3.51 - 4.50 Agree Female 123 57
3 2.51 – 3.50 Neutral Total 217 100
2 1.51 – 2.50 Disagree
1 1.00 – 1.50 Extremely Disagree Profile of the Respondents in Terms of Civil
Status
The researcher also utilized an interview The table shows the profile of the
in order to understand the sentiments of the surveyed respondents based on marital status,
personnel and lastly table matrix was created for based on the table showed a large portion of the
the proposed action plan. population are single which is about 124
respondents out of 217 or which is about 57%
RESULTS AND DISCUSSION while 93 out of the 217 respondents or 43%
were married.
Profile of the Respondents in Terms of Age
From the total respondents, there were Table 4 Civil Status
unequal in distribution in terms of age, as shown Marital Status Frequency Percentage
on table, majority of the respondents age ranging Single 124 57
from 30 – 34 which composes 25% of the total Married 93 43
sample population, followed by age ranging Total 217 100
from 25 – 29 at 24%, followed by age ranging
by 35 – 39 which is about 19%, while age
ranging 40 years and above represents the lowest Highest Educational Attainment of the
among the surveyed population. the majority of Respondents
the respondents were from the middle age group The table below shows the profiles of
whereas only a small percentage was from the the respondents in terms of educational
older group. attainment. As shown on the table, the majority
of the surveyed population are highly educated

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 Asian Journal of Business and Technology
Vol. 1, No. 2, (2018)
ISSN 2651-6713 (Print)
ISSN 2651-6721 (Online)

earning a master’s degree based on their Table 6 Monthly Basic Income

respective field. Only a small portion or about Income (in terms Frequency Percentage
20% of the population have gained a doctorate of Peso/Mo.)
degree. It can be said that based on these figures, Below 10,000 182 84
a greater part of the academician gives weight in 11,000 – 15,000 27 12
continuing education. 16,000 – 20,000 8 4
21,000 – 25,000 0 0
Table 5 Educational Attainment Above 26,000 0 0
Educational Frequency Percentage Total 217 100
Attainment
Degree 76 35 As the table shows, the salary in the
Masters Level 98 45 private institutions are lower than the
Doctorate Level 43 20 government sector. Based on the follow up
TOTAL 217 100 interview from the selected respondents, salary
plays a great role in job satisfaction and work
Monthly Basic Income of the Respondents contentment. If the employer would increase the
The table describes the respondents in salary and can be similar to the government
terms of their basic monthly income. As sector, the turnover rate will be low.
prescribed by the labor commission of the
government most of the respondents are Career Plans of the Teaching and Non-
receiving below P10,000 as a full-time employee Teaching Personnel
who represents 84% of the total sample Based on the result of the study, the
population. This is followed by employees majority of the respondents didn’t see much
earning below P11, 000 to P15, 000 which is prospects in the future in the current
about 12% and P16,000 to P20,000 for about 4% organization. Based on the interview conducted,
of the sample population. On the other hand, salary is the number one reason why employees
none of the surveyed sample population were in the private organization intend to transfer of
receiving a salary rate of P21, 000 to P25, 000, employment. While others verified that despite
this maybe be explained by the labor they want to transfer employment, qualification
commission prescribed salary rate for provincial and adjustment is another factor. Despite the
employees. majority of them probably look for a new job in
the following year, it shows that the majority are
neutral or undecided if they will quit their job.

Table 7 Career Plan

Career Plan
I will probably look for a new job in the 3.75 Agree
following year
I may quit my present job next year 3.45 Neutral
I do not see much prospects in the future 4.00 Agree
in this organization
Reasons Given by the Teaching and Non-
At work, the majority of the respondents Teaching Personnel Relative to the Fore cited
were uncertain whether they are happy about Plans
their work, or their job provides meaning. In this section, respondents were asked
regarding their perspective on the forecited
action plan for job satisfaction.

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 Asian Journal of Business and Technology
Vol. 1, No. 2, (2018)
ISSN 2651-6713 (Print)
ISSN 2651-6721 (Online)

Table 8 Reasons Given by the Teaching and Non-Teaching Personnel

Reasons Frequency Percentage
Develop and attract employee value proposition 57 27
Aid employees find career path within the 56 26
organization
Build competencies within the context of 43 20
organizational strategy
Motivate employees across a diverse population 56 26
within the company
Total 217 100
Proposed Employee Retention Work Plan to
The table shows the reasons given by Improve Job Satisfaction of the Teaching and
the teaching and non-teaching personnel relative Non-Teaching Personnel of the Educational
to the fore cited plans. About 27% of the Institution
respondents claim that companies must develop Organizations often face issues that
and attract employee value proposition, while require well-developed action plans and
26% of the population claim that companies problem-solving approaches. The data gathered
should motivate employees across a diverse from the survey guided the researcher in the
population within the company and aid formulation of the proposed action plan herein
employees to find career path within the presented that can be utilized by the educational
organization. institution to attract excellent employees and
dwindle the level of the employee attrition rate.

Table 9 Proposed Action Plan to Increase the Job Satisfaction of the Teaching and Non-Teaching
Personnel

Areas of Objectives Deliverables Activities Responsible

Concern Individual(s)
Develop and To develop an attractive Develop a recruitment 1. Create retention
implement employee value proposition. and retention committee monetary, bonus and
retention or assign these tasks to leave plan.
plan different individuals. 2. Create a brand for the
Involve senior company – an
management team. outstanding working
place.
Career To help employees find a Identify additional 3. Coaching subordinates Involves middle
Development career path in your competencies and/or or peers management in
Organization, but first, you critical skills that are 4. Communication planning employee
must identify their career recommended. Such techniques. career development
goals and developmental opportunities are 5. Train employees in plan to ensure the
needs. intended to enhance the technical, mechanical longevity of activities
employees’ effectiveness and or interpersonal including human
in his or her current job skills and how to help resources personnel.
or prepare the employee them grow personally Routinely discuss
for future career and professionally. career plans with each
development 6. Provide the employee staff member then
opportunities as with an opportunity for provide development
identified in the continuing education opportunities based on
performance appraisal. the employee based on
Develop policies and their skills, interest, and
procedures for goals — human
continuing education. resources department.

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 Asian Journal of Business and Technology
Vol. 1, No. 2, (2018)
ISSN 2651-6713 (Print)
ISSN 2651-6721 (Online)

Executive Build Competencies within Train managers to 1. Manage change: Set up monthly
Coaching the context of organizational become more effective. Personal strategies and breakfast meetings with
strategy. the Change Process. the company managers
1. To increase an 2. Team skills and supervisors to
individual's 3. Stress management discuss a variety of
effectiveness as a 4. Conflict resolution issue. Management
leader.[6] 5. Time management should promote
2. To help create a 6. Relate to the employee cooperation through
climate of learning, on a personal level; is teamwork and create
trust, and teamwork the employee happy trust by practicing by
in a specific and content? open communication
department or
company-wide [6]
Employee To motivate across a diverse Create a total reward 1. Performance Human resources
Motivation population of employees to structure that includes evaluation personnel and company
achieve optimal and enduring more than compensation. 2. Promote recreational executives should
performance Design new rewards and and cultural activities consider quarterly or bi-
recognition program to 3. Develop recognition annual evaluations and
support a culture of activities. provide necessary
performance employee
improvement remunerations.
New Hire To ensure that all employees Create a culture of 1. Setting expectations Human resources
Orientation receive a warm welcome and engagement for the 2. New employee personnel should create
and an appropriate introduction newly hired employees. orientation an events bulletin
onboarding To transfer organizational board. Allow time for
plans knowledge quickly and announcing upcoming
minimize new hire downtime community events and
by accelerating the ramp staff meetings.
process to productivity.
Monitor To sustain enough human Determine if vacancies 1. Do exit interview and
turn-over for resources, supply for the are due to controllable give emphasis on why
each operation of the organization issues employees resign.
department 2. Constant hiring

The researcher based on the survey also helps ensure the success of any
conducted identified five major areas of concern organization. The management should support
relative to the satisfaction of job among the career development opportunities by allotting
teaching and non-teaching personnel of time and money for classes and training, and
educational institution in the City of Dagupan. other professional development opportunities.
The first major area in keeping good The third major area of concern is
employees that needs attention is to develop and executive coaching; this involves or personal
implement a retention plan. First, the human development coaching. Coaching encourages
resources department along with the employees to work in a team environment,
management should determine the employees maximizing people’s strength and minimizing
want and don’t want. In order to know what to their weaknesses. In a teamwork environment,
track, it is important first to learn what the people understand and believe that thinking,
different groups of employees and determine planning, decisions, and actions are better when
what motivate and what energizes the done cooperatively.
employees. The fourth area of concern in this
The second major area of concern that proposal is employee motivation. Motivation is
needs to be focused on is employee career important for an organization, as this will help
development. Encouraging the employees to achieve the personal goals of the employee. The
reach their career goals not only makes more motivated the employees are, the more
individuals’ work lives more satisfying, but it empowered the team will be, the more

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Vol. 1, No. 2, (2018)
ISSN 2651-6713 (Print)
ISSN 2651-6721 (Online)

adaptability and creativity among employees. attrition the soonest time possible in order to
Motivation will lead to an optimistic and sustain the operation of the company.
challenging attitude in the workplace.
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